tv [untitled] February 3, 2012 2:18pm-2:48pm PST
you have, following this, the fiscal event, the budget. we have an update on the budget. after that, we will hear from the otc director regarding her budget of it. >> this is a preliminary budget. we talked a couple of weeks ago. there are discussions we are having with the mayor's office. they have tremendous troubles with the budget this year, city- wide. we are facing the same challenges. baseline budget -- there you go. there are the numbers. $483 million is what our base is. the mayor's office has targeted cuts of $5.80 million. that is honestly a tremendous
challenge. it is not like there was a bunch of money to go around, or places to cut. all of the dollars are spoken for. personnel costs are our largest single item. clearly, if cuts are going to come, they are going to come from personnel. we talked about some of the challenges. the biggest challenge is staffing. we will get into that. ne nichols that we find, any loose change -- any nickles that we find, any loose change is being devoted to staffing. some of the directors efforts have already paid off. she talked about those last week. we have the america's cup and the public safety building. a whole lot of challenges. when we talk about the cuts that are targeted -- that is the
result of having to implement those targeted cuts. this is the line. the red line is the is the 1971 fall to the staffing. -- fall into the staffing -- full duty staffing. if we have 60 officers come in in april-may, we can reduce all those numbers. that is the objective line between now and june 2015. that is assuming no accounting glasses. the numbers are not great. we transpose those directly from the report that was provided, directed to the police commission. if you look at the current numbers at the time the report was done, it was 1909 full duty
officers. we are down a significant amount. the targets moving forward are based on how much time is spent or how much time is available for community police efforts. this is what commissioner slaughter asked about last week. i sent that to them, but i wanted to include it for the commission, just so you have that. just a comparison with other cities that perf provided. this is a screen shot from that report. the targets of staffing levels and how many -- i think what is important to note is that throughout the report, the reported that 456 civilian or non-sworn personnel -- i think
we have about 286. along with sworn staffing, we have a significant deficit of non-sworn staffing. but the mayor's office has asked us to do is look at our staffing pattern and tried to get away from the stabbing pattern of essentially the roller-coaster. we panic. we hire. we have great staffing. then we simply stop. this is a pattern that has been repeated in the police department. there is a step in part to the will project this out into the future so we avoid this. the red line is 1971. depending how aggressive the hiring would be, the numbers are there. the number that would get as the quickest is the most aggressive
pattern. five classes next year, three the following year, and the 1971 full duty officers. there are less aggressive patterns there. they would still get us to 1971. this was done at the direction of the mayor's office in consultation with chief suhr. the next slide talks about the cost. i apologize for changing the covers -- the colors. i made a mistake. the blue line shows the purple line from the last one. the colors associate with how much it costs. these fears are cumulative in addition to our baseline budget. that is to get to the full staff. we want to show the comparison
between the impact of the staffing. we chose homicides. i am limiting the minds to a couple. as even see in 2007, when stuffing was relatively low -- in 2006, steffan was relatively low. in response, the city hired people. as we hire the officers, they got experience and settled in. our staffing levels have been down. the homicides have been down. now we are down in our staffing. the question i would present to the mayor's office -- which way do we want that chart to go? are we looking at protective hiring people to try to keep a lid on crime being proactive or
reactive, which in for things to happen? the other issue is simply on overtime. there is some overtime involved in police work. we can talk about that at another time. we talked last time about the chief and the command staff. over time, it is just hours of labor. if we do not have on duty personnel to do the work, we have to do it on overtime. beyond staffing, there are a few other critical needs. the chief is working with the
mayor's office to try to come to some resolution. it is instrumentation for the crime lab, try to bring the crime lab back on board, rebuild it and reenergize it. also, it is part of building up that stephan -- that staffing, which we have to move out of hunters point 4. -- hunter's poing for. -- popint for. -- point for. with the america's cup, there have been issues as far as staffing and funding. hopefully, that will be resolved the next time we meet you. that is positive. bringing up the lack of training funds because we lost our
affiliation with city college, captain barrett at the academy has been working diligently. that went forward. particularly critical as you move into hiring -- we hope to be hiring. each of the classes to go through would be a tremendous source of revenue for the department and offset general fund costs. with that, there is not any resolution to tell you. i do not have a budget to present you to tell you what you need to vote on. it is still in a state of flux. we are trying to come to some kind of resolution for how to do that. we will see what they have to say.
president mazzucco: i appreciate your report. there is a 5% cut, and a 5% contingency in our budget. about 95% is personnel. you talk about this crime rates announcement. in "the wall street journal," there was an excellent article on how to stop crime without jail time. it is excellent. it is by a professor from uc- berkeley school of law. he wrote a book about new york city. what has changed the level of incarceration and substantially increase the crime rate in new york city was the hiring of more offices. the presence of the officers reduces crime. not only does the crime rate go down, but the expense over a
tenure time -- nationally, the rate went up 6%. new york city went down 28%, not to mention an 80% decrease in homicides. it is an excellent article. i will probably be buying the book. he is an expert in his field. it is nice to see there is not just anecdotal evidence that homicide's increase as numbers godown. the reality is that police in uniform can be proactive and it tends to make for a safer community. that means fewer people in jail, less expense. it is better for everybody. it dovetails perfectly into what you have brought forward tonight. i want to thank you for the report and for working with the mayor's office and the chief. i know everybody has to give a little. i appreciate what the mayor's office is going through. this is good evidence here.
>> commissioners? commissioner chan: thank you for this hopeful presentation. i noticed on the second to last slide, additional budget requests -- i know it is the discretion of the department. but i think additional budget requests for language access. one of the constraints always is there is a not -- there is not enough money for the cell phones. i know there were problems with the forty-niners game and officers having access to the phones working well. i do not think it is a huge budget request. i am pretty sure the mayor's office and the board would be pretty receptive. >> i have been speaking with officer fong, who does our telecommunications. it is not just the cell phones. it is the ongoing telecommunications problems. we are trying to resolve that.
the direction is to the budget office and the finance office. we are going hat in hand, begging for the funding. commissioner chan: i understand it is the monthly service fees that are the issue. that should be a yearly cost. thank you. president mazzucco: anything further? thank you. again, appreciate your efforts. >> line item 3b, occ director's report. president mazzucco: director hicks, how are you? >> before i discuss the budget,
i will discuss a complete activity in january and training in january. since i will be away from the office on february 15, i will provide you with detail of the march 7 meeting. in january, the occ open 66 cases, which is fewer than were opened in january 2011, when we opened 68 cases. also this january, investigators closed more cases than the open. the occ currently has 362 pending cases, compared to 439 last year at this time. we are doing much better at being able to manage our caseload because the number of complaints being filed are fewer. in january, the occ mediated 6
cases, 9% of the cases it closed. it also sustained six cases, giving us the same mediation and sustained weight. we have 362 pending cases. 61 were opened this year. 300 are from last year. one is from 2010. moving on to training. on friday, we hosted all day training on fair and impartial police and, conducted by dr. frudekkm -- fridell, former director of research at perf, a nationally-recognized expert on racial profiling. commissioner turman attended the training. chief suhr greeted the attendees. internal affairs division
members attended, i did the bart independent police auditor, the deputy chief of police of art, members of the citizen staff, and the director of bayview hunters point mobilization for a lesson growth in our community. -- for adolescent growth in our community. the doctor has conducted training several times in san francisco and at the national association conferences. two years ago, attended the training hosted by the palo alto police department. but also at -- also included some members from the san francisco police department. the training addressed foundational issues, such as what police and stakeholders think about biased policing. she discussed rethinking biased policing to use social and
psychological research on human biases, and to refrain the issue. finally, she discussed intervention such as recruitment, supervision, and training. that concludes my report on recent the cavities. -- on recent activities. commissioner turman: i was planning on addressing this later. >> , then i will move on to the budget. you have in your packet a report dated today, substantially similar to the report on january 11. really, nothing has changed. we have a budget target with a 5% reduction of $124,920, both for 2012-13 and 2013-14, and a
contingent to target of $62,000. all of these will be personnel cuts. really nothing has changed since my last report. president mazzucco: thank you. any questions? getting back to the budget, we are going to be your biggest advocates. we believe strongly that the caseload of your investigators meets the national average. that should be doable. a good occ makes for a strong police department. it is just a matter of getting that message clear. we will be an advocate for you. anything further? please call the next item. >> line item 3c, commission
reports. >> there is one more report, department general report 8.10. on december 29 and january 20 of this year, a chief investigator and attorney met with a lieutenant who is the officer in charge of the special investigations unit to conduct the annual audit of the san francisco police department records, pursuant to department general order 8.10, the audit of law enforcement activities. the audit requires my staff to receive records that are listed in the dgo, which include the authorized investigations. there was one authorized investigation in 2011. the request for investigation was submitted and approved in november. procedures delineated in dgo
8/10. the investigation involved open source viewing of what material having to do with occupy sf and black block, an investigation of violence. there were no requests for investigation that were denied. there were no records that indicated the department relied on undercover officers to monitor this investigation. there were records getting authorization to videotape the evacuation. there were also records indicating the monitoring of public websites specifically for the investigation. additionally, there is documentation that the actions of the members were in compliance with gdo -- dgo and had been approved under the order.
there were no records of arrests or prosecutions as a direct result investigations conducted under the guidelines. there were no records of requests made by members of the public express the pursuant of the guidelines for access to records, resulting in documentation related to the investigation conducted pursuant to the guidelines. there were requests made from outside law enforcement agencies. these were documented by agencies for access to information that concerned the occupied -- occupy sf situation. one was a request for information about the movement from oakland. there was situational awareness involving a criminal mugs. a second, called exchanging all incidents with california highway patrol. but again concerns a san
francisco occupy march. there is another communication with a major cities command group, monitoring the violent factions in the movement. no information was to be distributed unless there was a criminal nexus. finally, there were seven other agencies this form. agencies included the fbi for threats against public officials, interpol, washington, d.c. on behalf of interpol, london, a well being checked on an elderly woman, but the british consulate, which, wished to locate citizens regarding a family death, interpol, washington, d.c., requesting an assist in obtaining information about a stocking suspect -- stalking suspect, and a request
to locate a missing student from india. the district of columbia police requesting assistance in identifying an individual who had been making harassing phone calls to an elected officials. a later request from them to locate a british citizen in san francisco who had been making harassing phone calls to the elected officials in violation of a court order. there were no violations of the guidelines discovered during the audit. there was a record of a request for investigation relative to the hate crime unit, which involved the secret service requesting assistance on ongoing federal investigations to locate a search-for resident. records indicate the police
department assistance was concluded within five days of the request. there are training requirements under dgo. there was documentation that the unit had to suspected in the required training. -- had participated in the required training. seven new officers obtained the training. there were no areas of concern. neither the chief attorney no. the investigator discovered them. there is a log that indicated from january through november police commissionermarshall -- commissioner marshall signed the log, required by 8.10. as of the time of the audit, and dr. marshall had not yet reviewed and signed the log for december. the police commission what
indicates that an investigation was conducted during november and december of 2011. we do have a recommendation based on what we learned from the lieutenant. currently, the department manually return -- manually records each request in a log book. the lieutenant would like to electrically document. we concur with this recommendation. i would like to thank the chief investigator and attorney for conducting the audit. that concludes my report. president mazzucco: this is extremely thorough. there are a lot of concern surrounding the department order and what activity officers were involved in, in terms of surveillance and cooperation with other outside agencies. the report spells out what we are doing. we have only once had to
activate 8.10 for permission, which is really good, in light of the circumstances. it is good for the public to hear what officers to in conjunction with the capitol police. when congresswoman pelosi is here, they work with the secret service. it shows the collaboration and cooperation with the agency. more importantly, your audit of this shows there are checks and balances to make sure the general area is -- general order is being protected. it is a very thorough report. i think it is probably most informative we had. commissioner turman: my comment was for the commission report. commissioner chan: thank you for the report. my question is more for the
commission, in terms of the police commission log. i know dr. marshall has taken on the task of reviewing the logs for some time. do you want to rotate that so that everyone gets exposure to this responsibility? i think it is the police commission president gets to designate, but commissioners can volunteer. how do we want to do that? vice president marshall: i am all for it. i have been doing this for a long time. if it is up to the chair, however, to appoint who he wants. president mazzucco: do we have any volunteers? commissioner kingsley: i am happy to do it. which could rotated out some other time. -- we could rotate it out some other time. president mazzucco: we will do a
three month rotation. first, it will be commissioner slaughter. next, commissioner chan. from there, flip a coin? vice president marshall: maybe six months? commissioner chan: 3 is good. president mazzucco: we have a year covered. thank you, dr. marshall, for your service. it is part of the transparency, so i appreciate that. any further questions? good. let us call line item 3c, commission reports. my main report was with reference to the article regarding crime reduction in new york. i have nothing else to add this evening. commissioners?
commissioner turman: i wanted to make note and thank director hicks, as well as the chief investigator, for hosting me, along with members of the department and the occ investigators for the training i attended. i found the doctor not only knowledgeable on the science and the psychology of racial profiling, but she was an engaging speaker who brought a very practical approach to looking at bias, understanding even hidden bias officers were not necessarily aware of. it was an informative day. i enjoyed the interaction between the department and occ. in the end, of a lot of the